Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Understanding the influence of organizational culture and group dynamics on organizational change and learning

Understanding the influence of organizational culture and group dynamics on organizational change... Purpose – The purpose of this study is to investigate the relationship between organizational culture, group dynamics, and organizational learning in the context of organizational change. Design/methodology/approach – A case study was used to examine cultural and group level factors that potentially influence groups' learning in the context of organizational change. Findings – Major themes that emerged as influencing organizational change and learning were a culture of mistrust, changing psychological contracts, differing occupational cultures, power differential between groups, and leadership. Practical implications – When initiating change efforts, an organization needs to assess and understand what aspects of the culture can be facilitators or hindrances and what aspects of the group structures the organization can use to facilitate learning. Originality/value – This study extends research in the area of group and organizational learning by identifying group and cultural phenomena that, when manifested, had significant influence on group members' response to organizational change and their capacity to learn. In particular, this study highlights the need to be aware of the characteristics unique to the organization and its culture. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Understanding the influence of organizational culture and group dynamics on organizational change and learning

Colleen Lucas; Theresa Kline
The Learning Organization , Volume 15 (3): 11 – Apr 18, 2008
Download PDF
11 pages

Loading next page...
 
/lp/emerald-publishing/understanding-the-influence-of-organizational-culture-and-group-C5Q5Utvf9N
Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470810868882
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this study is to investigate the relationship between organizational culture, group dynamics, and organizational learning in the context of organizational change. Design/methodology/approach – A case study was used to examine cultural and group level factors that potentially influence groups' learning in the context of organizational change. Findings – Major themes that emerged as influencing organizational change and learning were a culture of mistrust, changing psychological contracts, differing occupational cultures, power differential between groups, and leadership. Practical implications – When initiating change efforts, an organization needs to assess and understand what aspects of the culture can be facilitators or hindrances and what aspects of the group structures the organization can use to facilitate learning. Originality/value – This study extends research in the area of group and organizational learning by identifying group and cultural phenomena that, when manifested, had significant influence on group members' response to organizational change and their capacity to learn. In particular, this study highlights the need to be aware of the characteristics unique to the organization and its culture.

Journal

The Learning Organization – Emerald Publishing

Published: Apr 18, 2008

Keywords: Learning organizations; Group dynamics; Organizational change; Organizational culture

References

  • Perceived organizational support and psychological contracts: a theoretical integration
    Aselage, J.; Eisenberger, R.
  • Exchange and Power in Social Life
    Blau, P.
  • Bureaucracy in Modern Society
    Blau, P.; Meyer, M.W.
  • Culture and organizational learning
    Cook, S.D.N.; Yanow, D.
  • An organizational learning framework: from intuition to institution
    Crossan, M.M.; Lane, H.W.; White, R.E.
  • Diversity and learning in groups
    Driver, M.
  • Group and organizational influences on team learning
    Edmondson, A.C.
  • Psychological safety and learning behavior in work teams
    Edmondson, A.C.
  • The local and variegated nature of learning in organizations: a group‐level perspective
    Edmondson, A.C.
  • Constant comparative method of analysis
    Glaser, B.G.
  • Progress in small group research
    Levine, J.M.; Moreland, R.L.
  • Naturalistic Inquiry
    Lincoln, Y.S.; Guba, E.
  • Introduction to Time‐Limited Group Psychotherapy
    MacKenzie, K.R.
  • Time‐Managed Group Psychotherapy: Effective Clinical Applications
    MacKenzie, K.R.
  • Organizational learning mechanisms: a cultural and structural approach to organizational learning
    Popper, M.; Lipshitz, R.
  • Psychological and implied contracts in organizations
    Rousseau, D.M.
  • Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements
    Rousseau, D.M.
  • Organizational Psychology
    Schein, E.H.
  • Organizational Culture and Leadership
    Schein, E.H.
  • On dialogue, culture, and organizational learning
    Schein, E.H.
  • Can learning cultures evolve?
    Schein, E.H.
  • A preliminary study of inter‐group relations
    Sherif, M.
  • The Art of Case Study Research
    Stake, R.E.
  • Basics of Qualitative Research: Grounded Theory Procedures and Techniques
    Strauss, A.; Corbin, J.
  • Work relations as a precursor to a psychological climate for change: the role of work group supervisors and peers
    Tierney, P.
  • Case study: identifying resistance in managing change
    Trader‐Leigh, K.E.
  • Learning dysfunctions in information systems development: overcoming the social defenses with transitional objects
    Wastell, D.G.
  • Seeing organizational learning: a “cultural” view
    Yanow, D.